Major and/or Complex Incident/Event Management

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Unit 3

• Major and/or Complex Incident/Event Management

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Unit Objectives

• List the principal factors often found in or
  related to major and/or complex
  incidents/events.
• List the four expansion options for
  incident/event organization and describe the
  conditions under which they would be applied.
• Demonstrate, through an exercise, how to apply
  the various options related to major or complex
  incident management.

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Complex Incident Management
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What Are Major/Complex Incidents? (1 of 2)

• Major/complex incidents
• Involve more than one agency and/or political
  jurisdiction.
• Involve complex management and communication
  issues.
• Require experienced, highly qualified supervisory
  personnel.
• Require numerous tactical and support resources.
• May involve multiple victims with injuries,
  fatalities, or illnesses.

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What Are Major/Complex Incidents? (2 of 2)

• Major/complex incidents
• Include widespread damage to property/environment/
  economy.
• Result in psychological threat/trauma.
• Span multiple operational periods (weeks, months,
  years).
• Are costly to control and mitigate.
• Require extensive post-incident recovery efforts.
• Draw national media interest.
• May require a coordinated Federal response.

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Factors for Determining Size Structure

• Administrative and jurisdictional complexity
• Geographic area involved
• Consideration of the span of control
• Functional specialties required
• Logistics, planning, and other support needs
• Potential for growth

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Characteristics Organization (1 of 3)
Most Command and General Staff positions are
filled.
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Characteristics Organization (2 of 3)
Divisions and Groups are used to organize
tactical resources. Branches may be required to
reduce span of control.
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Characteristics Organization (3 of 3)
Most support units are needed.
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Characteristics Resources Planning

• Large number of tactical and support resources
  will need to be ordered, tracked, and managed.
• Multiple operational periods are required.
• Written Incident Action Plans are produced.
• Transfer of command is likely.
• The use of an Incident Management Team may be
  required.

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ICS Organizational Options
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Incident Complex Definition
An Incident Complex is two or more individual
incidents located in the same general proximity
that are assigned to a single Incident Commander
or Unified Command to facilitate management.
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Discussion Question

• What are some examples of when it might be
  advantageous to establish an Incident Complex?

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Incident Complex Structure
Typically, each separate incident is organized
as a Branch, allowing for future expansion if
required.
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ICS Organizational Options
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Dividing a Single Incident (1 of 2)

• A single incident may be divided when it
• Spreads into other jurisdiction(s) and Unified
  Command is not feasible.
• Is difficult to manage from one location due to
  terrain and access.
• Has objectives that are naturally separating into
  two operations.

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Dividing a Single Incident (2 of 2)

• Incidents may be divided when
• The Planning and/or Logistics Section can no
  longer adequately provide support services.
• The Operations Section cannot manage the number
  of resources required without exceeding span of
  control.

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Dividing an Incident

• Step 1 Determine how best to divide the
  incident.
• Step 2 Assign Incident Commanders and Command
  and General Staffs for each incident.
• Step 3 Designate additional supporting
  organizational facilities, locations, etc.
• Step 4 Designate an appropriate time for
  establishing two separate incidents (each with a
  unique name).
• Step 5 Coordinate planning strategies and use
  of critical resources for at least the next
  operational period.
• Step 6 Consider the need for Area Command.
  (Area Command is covered in the next unit.)

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ICS Organizational Options
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Branch Tactical Planning

• Branch Tactical Planning means that
• Detailed action plans are developed within the
  Operations Section at the Branch level.
• The Planning Section provides support.

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Branch Tactical Planning Examples

• In a mass fatalities incident, the Medical
  Examiner/Morgue Operations Branch may be best
  suited to establish its own incident tactical
  plans.
• In a structural collapse, the Search and Rescue
  Branch typically will include its own planning
  component.

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Accomplishing Branch Planning

• When Branch Tactical Planning is used, the
  Planning Section provides
• General incident objectives.
• Strategy for the Branch for the next operational
  period.
• Branch resource summary for the next operational
  period.
• Weather and safety information.
• Changes to logistical support.
• Personnel to support planning.

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Discussion Questions
Why is advanced planning critical during a
complex incident?
What are the challenges to ensuring that advanced
planning occurs?
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Separate Advanced Incident Planning

• To ensure that advanced planning occurs, the
  Planning Section Chief may
• Assign a Deputy Planning Section Chief to manage
  advanced planning.
• Assign technical specialists to perform advanced
  planning.
• Establish a special unit within the Planning
  Section.

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Advanced Planning Considerations

• Advanced planning should project ahead at least
  36 to 72 hours, and consider
• Overall goal and incident objectives.
• Adequacy of previous and present plans.
• Future resource availability.
• Strategy assessment and alternatives.
• Environmental factors.
• Organizational assessment and alternatives.
• Political and economic issues.
• Long-term recovery needs.

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ICS Organizational Options
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Adding an Operations Section
Adding an Ops Section is designed to address
issues related to span of control and geography,
not function. This is an extremely rare
occurrence.
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Adding Operations Section Considerations

• Ensure that Command and General Staffs can
  support the expansion.
• Ensure adequate incident action planning.
• Ensure adequate logistics support.
• Establish the second Operations Section at the
  beginning of an operational period.
• Ensure that all incident supervisory personnel
  are aware of the expanded organization.
• Add a Deputy Incident Commander for Operations,
  if necessary.

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Adding a Logistics Section
If an incident is so geographically dispersed
that it is not feasible for the Incident Base to
support the incident logistical needs, it may be
necessary to establish another Logistics Section.
This is an extremely rare occurrence.
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Adding Logistics Section Considerations

• Ensure that Command and General Staffs can
  support the expansion.
• Ensure adequate incident action planning.
• Establish the second Logistics Section at the
  beginning of an operational period.
• Ensure that all incident supervisory personnel
  are aware of the expanded organization.
• Add a Deputy Incident Commander for Logistics, if
  necessary.

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Applied Exercise

• Follow instructions . . .
• Presented by instructors.
• Outlined on handouts.

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Summary

• You should now be able to
• List the principal factors often found in or
  related to major and/or complex
  incidents/events.
• List the four expansion options for
  incident/event organization and describe the
  conditions under which they would be applied.
• Demonstrate, through an exercise, how to apply
  the various options related to major or complex
  incident management.